1. What future now? a sustainable health service: case for action [template presentation for NHS Boards –May 2010]

2. [hidden slide: for explanation only] BEFORE YOU START - pause for thought What are your key points? You may want to alter this presentation to suit your requirements Commissioning or provider audience? Edit the slides to fit

3. Agenda 0:00introduction 0:10 0:20 aim of today big issues exercise 0:30sustainable health service: presentation 1:00exploring the business case 1.20making it happen 2.25action planning 3.00close

4. Explore how [name of Trust] can use ‘sustainable development’ to secure the most appropriate services for addressing health needs The next three hours…

5. Explore how [name of Trust] can use ‘sustainable development’ to address its challenges in putting patients’ needs at the core The next three hours…

6. Looking forward to 2015… What are the big issues keeping you up at night? - in your NHS role? - thinking about the wider world?

7. Key themes 1.the big global challenges 2.the pressures facing the NHS 3.how these interact 4.how we can resolve these issues simultaneously 5.why this makes good business sense

8. Numbers + Growth in Economic + Growth in Human Output … has resulted in HUGE Growth in our Environmental Footprint

9. tightening planetary boundaries

10. Lancet edition

11. A changing context EU Targets 20% reductions in CO 2 by 2020 20% Renewables by 2020 United States 80% reduction in CO 2 by 2050 UK Climate Change Act 34% cut by 2020; 80% by 2050 Independent Committee; annual report to Parliament Carbon Reduction Commitment

13. looming budget cuts Business as usual? increased patient demands ageing & growing population ‘diseases of affluence’ wider citizenship expectations

14. Lifestyle diseases There are as many obese people in the world today as there are starving or undernourished people

15. Marmot Review

16. Sustainability is… meeting human needs without compromising nature or society Sustainable development is… the process by which we get there

17. Sustainability is… meeting human needs without compromising nature or society Sustainable development is… the process by which we get there Key synergies with NHS priorities: avoid harm cut waste reduce variation shift to prevention

18. 1.develop understanding of future trends as they relate to health and business continuity 2.evolve business models/ strategies to meet risks and opportunities 3.align activity with promoting determinants of health 4.cut cost base by shifting to preventative care not ‘salami slicing’ services 5.systematically manage tensions between short and long-term measures of success sustainable development in the NHS

19. 1.develop understanding of future trends as they relate to health and business continuity 2.evolve business models/ strategies to meet risks and opportunities 3.align activity with promoting determinants of health 4.cut cost base by shifting to preventative care not ‘salami slicing’ services 5.systematically manage tensions between short and long-term measures of success sustainable development in the NHS

20. Use resources more efficiently Illustrative slide – insert relevant MAC curve for the Trust you will be talking to http://www.sdu.nhs.uk/page.php?page_id=160

21. rising energy costs + increased volatility + cost of carbon = material business risk Build resilience

22. 1.develop understanding of future trends as they relate to health and business continuity 2.evolve business models/ strategies to meet risks and opportunities 3.align activity with promoting determinants of health 4.cut cost base by shifting to preventative care not ‘salami slicing’ services 5.systematically manage tensions between short and long-term measures of success sustainable development in the NHS

23. Join-up the benefits transport procurement new buildings employment & skills community engagement facilities management

24. Promote health now

25. 1.develop understanding of future trends as they relate to health and business continuity 2.evolve business models/ strategies to meet risks and opportunities 3.align activity with promoting determinants of health 4.cut cost base by shifting to preventative care not ‘salami slicing’ services 5.systematically manage tensions between short and long-term measures of success sustainable development in the NHS

26. Qualitytotal picture to be considered Innovationachieve multiple objectives Productivityplatform for collaboration and working across boundaries Preventionopportunities to act upstream to manage demand, make resilient investments, community dialogue Transform care

27. 1.develop understanding of future trends as they relate to health and business continuity 2.evolve business models/ strategies to meet risks and opportunities 3.align activity with promoting determinants of health 4.cut cost base by shifting to preventative care not ‘salami slicing’ services 5.systematically manage tensions between short and long-term measures of success sustainable development in the NHS

28. Show leadership

29. The leadership spectrum strategic Senior-level drive SD integrated policy/ plans/ business case Evident in priorities Communications and actual performance incremental Clutch of ‘good practice’ projects Focus on estate and environment not SD A competing priority systemic SD is hardwired into business model Tensions between short/ long-term priorities systematically managed compliance-led SDMP not integrated EnvIronmental factors/ objectives are separate Inadvertent undermining of health objectives

30. application & impact knowledge & engagement at riskcompliance-ledincrementalstrategicsystemic low impact medium impact high impact Where are you? impact trajectory of embedding sustainability in NHS Trusts

31. application & impact knowledge & engagement at riskcompliance-ledincrementalstrategicsystemic low impact medium impact high impact Where are you? SD seen as one board member’s jobQIPP makes no reference to SD impact trajectory of embedding sustainability in NHS Trusts

32. application & impact knowledge & engagement at riskcompliance-ledincrementalstrategicsystemic low impact medium impact high impact Where are you? use of MAC cost curves to cut cost base SD integral to business case, QIPP & World Class Commissioning future trends/ scenarios shape strategy & service models structured dialogue about investment/ disinvestment new health economy collaborations impact trajectory of embedding sustainability in NHS Trusts

33. Conclusions 1.there are big global challenges 2.these add to the pressures facing the NHS 3.these problems are interlinked 4.they can be resolved together using sustainable development 5.this makes good sense for business, patients and wider health

34. [written case study template] Issue: [insert business issue here] Action:[insert facts of what took place] 1.key benefit or result 1 2.key benefit or result 2 3.key benefit or result 3 picture or quote

35. [written case study template] Issue: [insert business issue here] Action:[insert facts of what took place] 1.key benefit or result 1 2.key benefit or result 2 3.key benefit or result 3 picture or quote

36. [role play scenario template] Insert relevant role play scenario from the accompanying Resource Pack as an instruction slide for the ‘Making it Happen’ exercise

37. Explore how [name of Trust] can use ‘sustainable development’ to address its challenges in putting patients’ needs at the core The last three hours…

38. Explore how [name of Trust] can use ‘sustainable development’ to secure the most appropriate services for addressing health needs The last three hours…

39. [end of slide deck] BEFORE YOU FINISH - pause for thought How will you prompt action planning? You may want to add slides to structure the discussion